Transcript Market segment

i t ’s good and
good for you
Chapter Two
Company and Marketing Strategy
Partnering to Build Customer
Relationships
2- 1
Company and Marketing Strategy
Topic Outline
• Companywide Strategic Planning: Defining
Marketing’s Role
• Designing the Business Portfolio
• Planning Marketing: Partnering to Build
Customer Relationships
• Marketing Strategy and the Marketing Mix
• Managing the Marketing Effort
• Measuring and Managing Return on Marketing
Investment
2- 2
Companywide Strategic Planning
Strategic Planning
Strategic planning is the process of
developing and maintaining a strategic fit
between the organization’s goals and
capabilities and its changing marketing
opportunities
2- 3
Companywide Strategic Planning
Steps in Strategic Planning
2- 4
Companywide Strategic Planning
Defining a Market-Oriented Mission
• The mission statement is the organization’s
purpose, what it wants to accomplish in the
larger environment
• Market-oriented mission statement defines
the business in terms of satisfying basic
customer needs
We help you organize the world’s
information and make it
universally accessible and useful.
2- 5
Companywide Strategic Planning
Setting Company Objectives and Goals
Business objectives
• Build profitable
customer
relationships
• Invest in research
• Improve profits
Marketing objectives
• Increase market
share
• Create local
partnerships
• Increase promotion
2- 6
Companywide Strategic Planning
Designing the Business Portfolio
The business portfolio is the collection of
businesses and products that make up the
company
Portfolio analysis is a major activity in
strategic planning whereby management
evaluates the products and businesses that
make up the company
2- 7
Companywide Strategic Planning
Analyzing the Current Business Portfolio
Strategic business units can be
• Company division
• Product line within a division
• Single product or brand
2- 8
Companywide Strategic Planning
Analyzing the Current Business Portfolio
Identify key businesses (strategic business
units, or SBUs) that make up the company
Assess the attractiveness of its various
SBUs
Decide how much support each SBU
deserves
2- 9
Companywide Strategic Planning:
2- 10
Companywide Strategic Planning
Problems with Matrix Approaches
• Difficulty in defining SBUs and measuring
market share and growth
• Time consuming
• Expensive
• Focus on current businesses, not future
planning
2- 11
Companywide Strategic Planning
Developing Strategies for Growth and Downsizing
Product/market expansion grid is a tool for
identifying company growth opportunities
through market penetration, market
development, product development, or
diversification
2- 12
Companywide Strategic Planning
Developing Strategies for Growth and Downsizing
Product/Market Expansion Grid Strategies
Market
penetration
Product
development
Market
development
Diversification
2- 13
Companywide Strategic Planning
Developing Strategies
for Growth and Downsizing
Market penetration is a growth strategy increasing
sales to current market segments without
changing the product
Market development is a growth strategy that
identifies and develops new market segments for
current products
2- 14
Companywide Strategic Planning
Developing Strategies
for Growth and Downsizing
Product development is a growth strategy
that offers new or modified products to
existing market segments
Diversification is a growth strategy through
starting up or acquiring businesses
outside the company’s current products
and markets
2- 15
Companywide Strategic Planning
Developing Strategies
for Growth and Downsizing
Downsizing is the reduction of the business
portfolio by eliminating products or
business units that are not profitable or
that no longer fit the company’s overall
strategy
2- 16
Planning Marketing
Partnering to Build Customer Relationships
Value chain is a series of departments that
carry out value-creating activities to design,
produce, market, deliver, and support a
firm’s products
2- 17
Planning Marketing
Partnering to Build Customer Relationships
Value delivery network is made up of the
company, suppliers, distributors, and
ultimately customers who partner with
each other to improve performance of
the entire system
2- 18
Marketing Strategy and
the Marketing Mix
2- 19
Marketing Strategy and the
Marketing Mix
Customer-Driven Marketing Strategy
Market segmentation is the division of a
market into distinct groups of buyers who
have different needs, characteristics, or
behavior and who might require separate
products or marketing mixes
Market segment is a group of consumers
who respond in a similar way to a given
set of marketing efforts
2- 20
Marketing Strategy and the
Marketing Mix
Customer-Centered Marketing Strategy
Market targeting is the process of evaluating
each market segment’s attractiveness and
selecting one or more segments to enter
2- 21
Marketing Strategy and the Marketing
Mix
Customer-Centered Marketing Strategy
Market positioning is the arranging for a
product to occupy a clear, distinctive, and
desirable place relative to competing
products in the minds of the target
consumer
2- 22
Marketing Strategy and the Marketing
Mix
Developing an Integrated Marketing Mix
Marketing mix is the set of controllable
tactical marketing tools—product, price,
place, and promotion—that the firm blends
to produce the response it wants in the
target market
2- 23
Marketing Strategy and the Marketing
Mix
Developing an Integrated Marketing Mix
2- 24
Managing the Marketing Effort
2- 25
Managing the Marketing Effort
Marketing Analysis – SWOT Analysis
2- 26
Managing the Marketing Effort
Market Planning—Parts of a Marketing Plan
Marketing
situation
Executive
summary
Objective and
issues
Budgets
Marketing
strategy
Threats and
opportunities
Action programs
Controls
2- 27
Managing the Marketing Effort
Marketing Implementation
Implementing is the process that turns
marketing plans into marketing actions to
accomplish strategic marketing objectives
• Successful implementation depends on how
well the company blends its people,
organizational structure, decision and reward
system, and company culture into a cohesive
action plan that supports its strategies
2- 28
Managing the Marketing Effort
Marketing Department Organization
Functional organization
Geographic organization
Product management organization
Market or customer management
2- 29
Managing the Marketing Effort
Marketing Control
• Controlling is the measurement and
evaluation of results and the taking of
corrective action as needed to ensure the
objectives are achieved.
• Operating control
• Strategic control
2- 30
Measuring and Managing
Return on Marketing Investment
Return on Marketing Investment (Marketing ROI)
Return on marketing investment
(Marketing ROI) is the net
return from a marketing
investment divided by the
costs of the marketing
investment. Marketing ROI
provides a measurement of
the profits generated by
investments in marketing
activities.
2- 31